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Airbus Group Marwan Lahoud

Airbus Group, CSMO

London

10 December 2014

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Disclaimer This presentation includes forward-looking statements. Words such as “anticipates”, “believes”, “estimates”, “expects”, “intends”, “plans”, “projects”, “may” and similar expressions are used

to identify these forward-looking statements. Examples of forward-looking statements include statements made about strategy, ramp-up and delivery schedules, introduction of new

products and services and market expectations, as well as statements regarding future performance and outlook. By their nature, forward-looking statements involve risk and uncertainty

because they relate to future events and circumstances and there are many factors that could cause actual results and develop ments to differ materially from those expressed or implied

by these forward-looking statements.

These factors include but are not limited to:

• Changes in general economic, political or market conditions, including the cyclical nature of some of Airbus Group’s businesses;

• Significant disruptions in air travel (including as a result of terrorist attacks);

• Currency exchange rate fluctuations, in particular between the Euro and the U.S. dollar;

• The successful execution of internal performance plans, including cost reduction and productivity efforts;

• Product performance risks, as well as programme development and management risks;

• Customer, supplier and subcontractor performance or contract negotiations, including financing issues;

• Competition and consolidation in the aerospace and defence industry;

• Significant collective bargaining labour disputes;

• The outcome of political and legal processes including the availability of government financing for certain programmes and the size of defence and space procurement budgets;

• Research and development costs in connection with new products;

• Legal, financial and governmental risks related to international transactions;

• Legal and investigatory proceedings and other economic, political and technological risks and uncertainties.

As a result, Airbus Group’s actual results may differ materially from the plans, goals and expectations set forth in such forward-looking statements. For a discussion of factors that

could cause future results to differ from such forward-looking statements, see Airbus Group “Registration Document” dated 4 Apri l 2014.

Any forward-looking statement contained in this presentation speaks as of the date of this presentation. Airbus Group undertakes no obligation to

publicly revise or update any forward-looking statements in l ight of new information, future events or otherwise.

GLOBAL INVESTOR FORUM 2014

Safe Harbour Statement

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Positioned as a Leader

3

Exchange rates: US$ to €: 0,776; £ to €: 1,178; CAD$ to €0,729, BRL to €: 0,347, SEK to €:0,115

BAE systems revenues split between BAE Systems Inc. and the rest. UTC includes large share of non Aerospace businesses.

FY13 Group Revenues (€bn) FY13 Defence Revenues (€bn)*

0 20 40 60 80

General Dynamics

Honeywell

Locked Martin

UTC

Airbus Group

Boeing

0 5 10 15 20 25

Safran

Dassault Aviation

Thales

Finmeccanica

Airbus Group

BAE Systems

FY13 Helicopters Revenues (€bn)

0 2 4 6 8

Boeing

Bell

Russian Helicopters

Agusta Westland

Sikorsky

Airbus Helicopters

0 10 20 30 40 50

Embraer

Bombardier Aerospace

Airbus

Boeing Commercial

FY13 Commercial Aircraft Revenues (€bn)


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Keeping Ahead Through Responding to Current Customer Dynamics…

Airbus « Made in USA » tapping large replacement market

Footprint in China to access the biggest future market

Commercial Aircraft

Air traffic to

double next 15 years

New Dynamics

in Space markets

Better organize the European space industry landscape

Upside in Satellite markets

Strong product

modernization demands

from the market

Upgrades in Helicopters (EC 145 T2, EC-135 T3/P3)

Continuous Innovation in commercial aircraft

(A320 NEO, A321neoLR, A330 NEO, A330 242t…)

Evolution in Military (E-Captor, C295 mission systems)

Budget realities

in Defence

Integrate and focus to secure competitiveness

Focus on leadership segments (Tanker, Combat a/c,

Transport, Missiles…) and access global growth

Market Realities Selected Responses


http://sci.esa.int/rosetta/53299-philae-landing-on-comet/

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New Business Models... ...and New Technologies …in the Factory of the Future

E- FAN Humanoid robot

3D printing

Exoskeletons for assembly

SSTL

Electrical Satellites

Zephyr

…while Systematically Planning the Future


http://www.parabolicarc.com/wp-content/uploads/2011/08/surrey_satellite_contest.jpg

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Actively Managing and Reshaping our Portfolio

Unappealing

Attractive

Matches Contradicts

Fin

an

cia

l In

tere

st

Strategic Interest

…and execution ongoing A systematic approach is in place….

Core:

Airbus Safran Launchers

Non-Core:

Dassault Aviation

Non-Core: Airbus DS perimeter reshaping

Focus on profitability, value creation, and market position


7 Dassault Aviation – Making an Attractive Financial Asset Liquid

Strong track record and good prospects….

…with no strategic interest for the Group

Influence on business minimal - No industrial logic as long as not in control

Competing in Defence

Good partner for potential European programmes but shareholding not helpful to make it happen

First steps taken

8% sold for 794m€

Further sales in 2015 targeted

Focus is on an orderly exit to maximise value


8

36

58 64

41

67

2011A 2012A 2013A 9M 2013 9M 2014

Dassault Aviation – Strong Record, Well Positioned for the Future

Ind

ex

ed

Sto

ck

Pri

ce

0

50

100

150

200

250

300

Dassault Business Jets¹ Military EU²

Strong share price development supported by robust operating

margins and strong cash-flow ...

Book to Bill

Business

Jets

Orders

(Units)

Source: Company disclosure

(1) Business Jets peers include General Dynamics, Embraer, BBA Aviation, Bombardier and Textron.

(2) Military EU peers include BAE Systems, Finmeccanica, Cobham and Tilleul.

10-year stock price performance

x2.3

x1.7

x1.5

Today

Tomorrow

Beyond

... and positioned to benefit from grow th in heavier segment of

business jet market

Option on 2 major sources of upside

1. Rafale export (India, Qatar, UAE)

2. Value uplift embedded in Thales stake

Uniquely positioned to benefit from business jet market

recovery through 2 new product launches

• Falcon 8X – scheduled end 2016

• Falcon 5X – scheduled mid 2017

0.6x 0.9x 0.8x 1.5x 0.9x

+63%

Future Benefit from New Programmes Sustained Value Creation

Strong Business Jet Order Momentum


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JV – Airbus Safran Launchers

Vertically integrating Prime role and Propulsion

provider to gain cost control and competitiveness

Sales and Launch Operations to be integrated

Clear cost and risk sharing principles and

simplified contract management

Market evolving….

Space X and ULA/Blue

Origin in the US

Governments world wide

with ambitions – China,

India…

Price pressure in certain

segments

Ambitions to decrease

launch cost high

…and Airbus Group is creating a one-stop-shop


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Ariane 6

Modular

Two configurations enabling

mission versatility, with single &

dual launch capabilities

Synergetic

Benefits from existing launcher

family and ongoing developments

plus cadence effect

Market driven

Closer link to Arianespace

leveraging brand, unrivalled

commercial reach and proven

service offering


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Streamlining the Airbus DS Portfolio

Rethink structure to address

bottom line performance

Refocus and divest where others

can create more value than us

Orient portfolio on leadership

positions to succeed under any

market conditions

….Solutions for Airbus DS portfolio Guiding Principles….

Disposals ongoing Professional Mobile Radio

Commercial satellite

communications services

Various subsidiaries, JVs,

and participations

Exploring Industrial

Alternatives

Boosts competitiveness

in a core area Missiles*

Revenue split - *Revenues for missiles not consolidated

Military

Aircraft

Space

Systems

Electronics

CIS

Launcher

JV


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Execution of Strategy Well Underway

2013 2014 2015-16

Group Strategy

Revisited

Portfolio

Review Completed

Perimeter Reshaping

Execution

Full strategic review

across the Group

“We make it Fly”

Integrate Defence

and Space

ReBrand to Airbus

Portfolio assessment

across the Group

Core vs. non-core

identified

Disposals and

restructurings

launched

Disposals, asset sales,

and restructurings

Rationalized internal

CAPEX and R&D

Competitiveness

enhanced through

greater focus

Capitalize on greater focus for stronger topline growth

and better bottom-line performance


13 Delivering on our Strategy

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